G.T. Viki (Tendayi)http://repub.eur.nl/ppl/59796/
List of Publicationsenhttp://repub.eur.nl/eur_signature.pnghttp://repub.eur.nl/
RePub, Erasmus University RepositoryWhen what we get is not what we want - The role of implemented versus desired merger patterns in support for mergershttp://repub.eur.nl/pub/37720/
Tue, 01 Jan 2013 00:00:01 GMT<div>I.H. Gleibs</div><div>S. Täuber</div><div>G.T. Viki</div><div>S.R. Giessner</div>
Abstract. By integrating an intergroup perspective on mergers with discrepancy theories, we argue that merger partners aim for merger
patterns that best benefit their group’s standing. Importantly, we hypothesize and show that the discrepancy between what merger partners
want and what they actually get affects outcomes essential to merger success. Specifically, we demonstrate that perceived fit between
the implemented and the desired merger pattern predicts support for the merger.We further show that this effect is mediated by perceived
fairness (Study 1) and emotional reactions to the merger (Study 2). Our findings are generalized across a field study that investigate a
real merger between two institutions of higher education (Study 1) and an experiment (Study 2).The challenge of merging: Merger patterns, premerger status, and merger supporthttp://repub.eur.nl/pub/61182/
Wed, 01 Mar 2006 00:00:01 GMT<div>S.R. Giessner</div><div>G.T. Viki</div><div>S. Otten</div><div>D.J. Terry</div><div>S. Täuber</div>
Employees of merging organizations often show resistance to the merger. The employees' support depends on the companies' premerger status and on the merger pattern. Based on an intergroup perspective, three studies were conducted to investigate the influence of premerger status (high, low) and merger pattern (assimilation, integration-equality, integration-proportionality, transformation) on participants' support for a pending organizational merger. Students (Study 1) and employees (Study 2) had to take the perspective of employees of a fictitious merging organization. Study 3 investigated students' perceptions of a potentially pending university merger using a 2 (status) 3 (merger pattern: assimilation, integration-equality, integrationproportionality) design. Across all studies, the low-status group favored integration-equality and transformation whereas the high-status group preferred integration- proportionality and assimilation. Perceived threat mediated the effects. Legitimacy was a stronger mediator for effects of the low-status group.